Room 357 Legislative Building Winnipeg, Manitoba R3C 0V8 CANADA

Transcription

1 MINISTER OF FAMILY SERVICES AND HOUSING Room 357 Legislative Building Winnipeg, Manitoba R3C 0V8 CANADA September 2009 His Honour the Honourable Philip S. Lee, C.M., O.M. Lieutenant Governor of Manitoba Room 235, Legislative Building Winnipeg, Manitoba R3C 0V8 May It Please Your Honour: I have the pleasure of presenting the Annual Report of the Department of Family Services and Housing of the Province of Manitoba for the year 2008/09. Respectfully submitted, Gord Mackintosh

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3 Deputy Minister 351 Legislative Building 450 Broadway, Winnipeg, MB R3C 0V8 T F dmfam@leg.gov.mb.ca September 2009 The Honourable Gord Mackintosh Minister of Family Services and Housing 357 Legislative Building Sir: I have the honour of presenting to you the Annual Report for the Department of Family Services and Housing for the fiscal year ending March 31, The Department continued to work diligently to reduce poverty in the province. In 2008/09, we increased shelter rates for single non-disabled adults living in private rental accommodation, and board and room rates for individuals requiring care and supervision living with family. We also increased the Income Assistance for Persons with Disabilities benefit. Rewarding Work has been key in our poverty reduction strategy and continued to be successful in enhancing opportunities for people receiving income assistance to participate in education and training and make it easier to work and succeed. At the end of its second year, there are early indications that Rewarding Work is making a difference in addressing the employment barriers and training needs of people in receipt of income assistance. The Department continued its significant work in the area of child and family services. We continued to support the devolution of child and family services delivery responsibilities to the four Child and Family Services Authorities. Significant progress has been made in partnership with Child and Family Services Standing Committee to implement the Changes for Children initiative in response to the 290 recommendations stemming from the external reviews conducted in 2006 and the ongoing stabilization of the child and family services system. In 2008/09, we launched Phase 2 of Manitoba s Sexual Exploitation Strategy, Tracia s Trust, named in honour of Tracia Owen. Family Choices, Manitoba s Five-Year Agenda for Early Learning and Child Care was announced in 2008/09. Family Choices is based on the principles of accessibility and universality, affordability and quality, and continues to build on our previous five-year plan for child care. The Department continued to provide quality housing at an affordable rent to individuals, seniors and families in need. HOMEWorks!, our low-income housing strategy, continued to support community-driven construction or renovation of affordable homes for lower-income Manitobans, while other new investments are enhancing the existing public housing stock, homeless shelters and basic home repair. In 2008/09, the Manitoba Shelter Benefit that helps low-income families, eligible persons with disabilities, and seniors who spend a large portion of their income on rent, was extended to single-non-disabled adults and couples without children on income assistance. Services for persons with disabilities has remained a priority and we have continued to implement initiatives that seek to foster the full participation of persons with disabilities in all sectors of society. In 2008, the Access and Inclusion Lens was introduced as a tool to ensure that policy-makers and program planners consider the inclusion of people with disabilities at all stages of policy and program development. Jennifer Howard was appointed as MLA assistant on disability issues to promote the ratification of the United Nations Convention on the Rights of Persons with Disabilities and to help develop a new strategy for Manitobans with disabilities. The Supported Living Program continued to experience some of the largest growth of any program in government. Between 1999/00 and 2008/09, the Program budget increased by $124.8 million or 206 per cent, with an average annual increase of 12.8 per cent. The Department continues to work to help vulnerable Manitobans in achieving greater selfsufficiency and to develop and continually improve access, quality and efficiency of services to meet the changing needs of Manitobans. Respectfully submitted, Martin Billinkoff

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5 TABLE OF CONTENTS MINISTER S LETTER OF TRANSMITTAL...3 DEPUTY MINISTER S LETTER OF TRANSMITTAL..5 PREFACE...10 REPORT STRUCTURE...10 VISION, MISSION, GOALS AND GUIDING PRINCIPLES...10 OVERVIEW...11 ORGANIZATIONAL CHART...13 RURAL/NORTHERN REGIONAL SERVICE DELIVERY STRUCTURE...14 WINNIPEG REGIONAL SERVICE DELIVERY STRUCTURE...15 PERFORMANCE MEASUREMENT...16 SUSTAINABLE DEVELOPMENT...22 THE PUBLIC INTEREST DISCLOSURE (WHISTLEBLOWER PROTECTION) ACT...24 MINISTER AND EXECUTIVE SUPPORT...25 SOCIAL SERVICES APPEAL BOARD...27 HUMAN RESOURCE SERVICES...28 POLICY AND PLANNING...32 ADMINISTRATION AND FINANCE DIVISION...34 FINANCIAL AND ADMINISTRATIVE SERVICES...34 INNOVATION, INFORMATION AND TECHNOLOGY...36 AGENCY ACCOUNTABILITY AND SUPPORT UNIT...37 DISABILITIES ISSUES OFFICE...39 HOUSING DIVISION...41 PROGRAM SUPPORT...41 THE MANITOBA HOUSING AND RENEWAL CORPORATION...42 HOUSING SERVICES...46 HOUSING PROGRAMS...47 CORPORATE SERVICES...50 LAND DEVELOPMENT

6 NORTHERN HOUSING...53 PORTFOLIO ADMINISTRATION...53 THE MANITOBA HOUSING AUTHORITY...55 DISABILITY PROGRAMS AND EMPLOYMENT AND INCOME ASSISTANCE DIVISION...57 STRATEGIC INITIATIVES AND PROGRAM SUPPORT...58 DISABILITY PROGRAMS...59 EMPLOYMENT AND INCOME ASSISTANCE PROGRAMS...69 OFFICE OF THE VULNERABLE PERSONS COMMISSIONER...81 CHILD AND FAMILY SERVICES DIVISION...83 STRATEGIC INITIATIVES AND PROGRAM SUPPORT...84 FAMILY CONCILIATION...86 CHILD PROTECTION...91 MANITOBA CHILD CARE PROGRAM FAMILY VIOLENCE PREVENTION PROGRAM COMMUNITY SERVICE DELIVERY DIVISION SERVICE DELIVERY SUPPORT RURAL AND NORTHERN SERVICES WINNIPEG SERVICES PROVINCIAL SERVICES MANITOBA DEVELOPMENTAL CENTRE WINNIPEG CHILD AND FAMILY SERVICES FINANCIAL INFORMATION REVENUE SUMMARY TABLE FIVE-YEAR EXPENDITURE AND STAFFING SUMMARY TABLE RECONCILIATION STATEMENT EXPENDITURE SUMMARY TABLE APPENDIX MANITOBA HOUSING AND RENEWAL CORPORATION (MHRC) FINANCIAL STATEMENTS

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8 PREFACE REPORT STRUCTURE The Annual Report is organized in accordance with the Department of Family Services and Housing appropriation structure as set out in the Main Estimates of Expenditure of the Province of Manitoba for the fiscal year ending March 31, The report includes information at the Main and Sub-Appropriation levels related to the Department's objectives, actual results, financial performance and variances. A five-year adjusted historical table of staffing and expenditures is provided. In addition, expenditure and revenue variance explanations are provided. VISION, MISSION, GOALS AND GUIDING PRINCIPLES Vision The Department of Family Services and Housing is committed to: improving the quality of life for Manitobans through furthering the social, economic and labour market inclusion of all citizens. We strive to ensure that diversity is respected, that people feel accepted and valued, and live with dignity and security. We work with the community to support Manitoba children, families and individuals to achieve their fullest potential. Mission Family Services and Housing supports citizens in need to achieve fuller participation in society and greater self-sufficiency and independence. We help keep children, families and communities safe and secure and promote healthy citizen development and well-being. Our mission is accomplished through: provision of financial support; provision of services and supports that assist individuals improve their attachment to the labour market; provision of supports and services for adults and children with disabilities; provision of child protection and related services; assistance to people facing family violence or family disruption; provision of services and supports to promote the healthy development and well-being of children and families; assistance to Manitobans to access safe, appropriate and affordable housing; fostering community capacity and engaging the broader community to participate in and contribute to decision-making; and respectful and appropriate delivery of programs and services. Goals The Department of Family Services and Housing has established the following goals for its programs and services: to reduce the depth, incidence and effects of low income; to increase participation in the labour market and community; to increase the self-sufficiency, independence and inclusion in society for children and adults living with a disability; to increase the safety and well-being of persons who are vulnerable or at risk; 10

9 to improve the healthy development of children, families and communities; to increase the availability of safe, affordable and appropriate housing; to improve the quality, efficiency and accessibility of the services provided by the Department; and to increase community capacity and opportunities for community involvement and input. Guiding Principles The Department s work is guided by the following principles: diversity is valued, individual difference is supported, respected and developed to encourage both independence and interdependence; opportunities are provided for equal access to valued outcomes, self-determination, meaningful involvement and valued roles; and community capacity exists to sustain and build upon achievements. OVERVIEW The Department of Family Services and Housing is organized into five divisions. The Administration and Finance Division provides centralized financial, administrative and information systems support to the Department. Three divisions: Housing; Disability Programs and Employment and Income Assistance; and Child and Family Services, focus on policy and program development, budgeting, setting standards, monitoring, quality assurance and evaluation. The Community Service Delivery Division is responsible for all of the integrated delivery of the Department s programs and services. The Human Resource Services Branch and the Policy and Planning Branch provide executive support to the Minister and Deputy Minister. In addition, two quasi-independent bodies report to the Minister of Family Services and Housing: the Social Services Appeal Board and the Disabilities Issues Office. It should be noted that the Disabilities Issues Office reports to the Minister in his capacity as Minister responsible for Persons with Disabilities. In June 2007, Cross Department Coordination Initiatives (CDCI) was created to identify and review existing housing-related Family Services and Housing and Manitoba Health and Healthy Living and Winnipeg Regional Health Authority policies, programs and services that require coordination, and propose enhancement or alternatives to improve policy coordination and service delivery. CDCI s focus is on housing and supports for the homeless, seniors and individuals with mental health issues. The Department s Organizational Chart and maps that illustrate the regional service delivery structure follow this Overview. The statutory responsibilities of the Minister of Family Services and Housing are as follows: The Adoption Act; The Child and Family Services Act; The Child and Family Services Authorities Act; The Community Child Day Care Standards Act; The Elderly and Infirm Persons Housing Act; The Employment and Income Assistance Act; The Housing and Renewal Corporation Act; The Intercountry Adoption (Hague Convention) Act; The Parents Maintenance Act (Section 10); The Social Services Administration Act; 11

10 The Social Services Appeal Board Act; and The Vulnerable Persons Living with a Mental Disability Act. The Employment and Income Assistance Act, The Social Services Administration Act, and The Housing and Renewal Corporation Act require the Minister to report annually to the Legislature. These reporting requirements for 2008/09 are met by this Annual Report. 12

11 ORGANIZATIONAL CHART (at March 31/2009) 13

12 RURAL/NORTHERN REGIONAL SERVICE DELIVERY STRUCTURE (at March 31/2009) 14

13 WINNIPEG REGIONAL SERVICE DELIVERY STRUCTURE (at March 31/2009) 15

14 FAMILY SERVICES AND HOUSING PERFORMANCE MEASUREMENT The following section provides information on key performance measures for the Department for the reporting year. All Government of Manitoba departments include performance measures in their Annual Reports to complement the financial results and provide Manitobans with meaningful and useful information about government activities and their impact on the province and its citizens. For more information on performance reporting and the Manitoba government, visit Your comments on performance measures are valuable to us. You can send comments or questions to 16

15 Reducing the incidence and depth of poverty What is being measured? Why is it Where are we What is the What is the trend Performance Component important to starting from 2008/09 over time? measure of the measure measure this? (baseline measurement)? result or most recent available data? Dependency on Per cent of A low 5.4% 4.9% Manitoba consistently Income Assistance population (excluding First Nations people on reserve) receiving income assistance. 1 percentage may show positive results for the provincial economy and government policies. (2001/02) 2 (2008/09) has among the lowest percentage of the population receiving income assistance in Canada. This indicator has decreased since 2007/08 and has decreased since the base year. Comments/Recent Actions/Report Links The Department has had success in helping income assistance participants transition to employment through new and ongoing measures, including Building Independence and Rewarding Work. The Department continues to partner with Manitoba Competitiveness, Training and Trade and Employment Manitoba to increase labour market participation. There is recognition that many existing participants face multiple barriers to employment. The Department is addressing some of those barriers and providing additional incentives and supports to assist people to leave income assistance for work. Using the Market Basket Measure (MBM) 3, in 2007 (the most recent year for which data is available), 8.7 per cent of all persons in Manitoba were living in low income. For children living in low-income families, the rate was 10.1 per cent. For women-headed lone-parent families, 23.5 per cent lived in low income. Manitoba s poverty reduction efforts made the most significant improvements for children the rate of change in the per cent of children living in poverty reflects a decrease of 49.2 since the year Comparing provinces in 2007, for all persons and for children, Manitoba had the third-lowest poverty rate using the MBM measure. Further, Manitoba had the second-lowest incidence of poverty for women-headed lone-parent families. While there is continued success in assisting individuals moving from welfare to work, there continues to be an increasing number of participants in the persons with disabilities case category. The Department will work towards more accessible housing, enhanced access to public buildings, more support for children with disabilities in child care, better employment services and improved supports for caregivers Source: 2008/09 population data from the Manitoba Health and Healthy Living Population Report; 2001/02 population data from the Manitoba Health Population Report. EIA caseload data from Family Services and Housing Departmental Annual Reports, 2001/02 and 2008/09. Previous Annual Reports excluded 2001/02 Municipal Assistance recipients and cited this figure as 5.2 per cent. The figure in this report (5.4 per cent) has been revised to include Municipal Assistance recipients. In past Annual Reports, Low-Income Cut-Offs (LICOs) were used to report on poverty. MBM thresholds, used in this report, are based on the cost of a basket of goods and services that includes food, clothing and footwear, shelter, transportation and a range of other items, such as personal care, household equipment and supplies, telephone services, educational and recreational items and reading materials. MBM provides an advantage over using LICOs since they account for cost of living differences across Canada. 17

16 Addressing the need for safe, affordable and appropriate housing What is being measured? Performance Components measure of the measure Why is it important to measure this? Where are we starting from (baseline measurement)? What is the 2008/09 result or most recent available data? What is the trend over time? Families in core Per cent of Core All households All households Over the past housing need 4 households in core housing need % (1996) 11.3% (2006) housing need provides an estimate of the number of households not living in and unable to access acceptable housing. Lone parents 36.2% (1996) 6 Aboriginal 34% (1996) Seniors 16.3% (1996) Persons with Disabilities 14.5% (2001) Immigrants 10.6% (2001) Lone parents 28.5% (2006) Aboriginal 22.4% (2006) Seniors 9.6% (2006) Persons with Disabilities 14.5% (2006) Immigrants 10.9% (2006) decade, the incidence rate of core housing need has declined in Manitoba from 14.7% in 1996, to 11.6% in 2001, to 11.3% in There were decreases for lone parents and seniors; an increase for immigrants; and the rate remained the same for persons with disabilities. Manitoba s core housing need rate was below the national average of 12.7%. Comments/Recent Actions/Report Links At March 31, 2009, construction was completed, underway or committed to for over 2,794 units through the Affordable Housing Initiative. Other housing programs, such as the Residential Rehabilitation Assistance Program (RRAP), aim to address lowincome housing in need of repair. In 2007/08, 622 owned or rented units qualified for homeowner or rental RRAP, an increase of 43.3 per cent since 2001/02 (434 units). The Manitoba Shelter Benefit and the Rent Supplement Program provided benefits to 16,162 low-income Manitoba families this represents an increase of per cent since 1999/00 (6,917 recipients). The Department is working on a long-term provincial housing strategy and policy framework to address issues of supply of quality affordable housing Core housing need refers to those individuals who currently reside in housing that is either in need of major repair, does not have enough bedrooms for the size and makeup of the household, or costs 30 per cent or more of their total income, and who are unable to rent an alternative housing unit that meets these standards without paying 30 per cent or more of their income. Source: Canada Mortgage and Housing Corporation. Previous years Annual Reports cited this figure as 37.9 per cent. Updated data runs noted a correction to this number. 18

17 Expanding early learning and child care What is being measured and using what indicator? Performance Components measure of the measure Availability of child care Per cent of children age 12 and under for whom there is a regulated child care space. 7 Why is it important to measure this? The availability of regulated child care spaces is a key indicator of how Manitoba is progressing with respect to access to supports for children, families and communities. Where are we starting from (baseline measurement)? Overall Ages 0-12: 13.0% (2001) Breakdown by preschool and school age is not available. What is the 2008/09 result or most recent available data? Overall Ages 0-12: 16.4% (2008/09) Preschool Ages 0-5: 24.0% (2008/09) School age Ages 6-12: 9.9% (2008/09) What is the trend over time? There has been an increase in this indicator since 2001, and an increase for all categories since 2007/08. Comments/Recent Actions/Report Links In April 2008, Manitoba launched Family Choices: Manitoba s Five-Year Agenda for Early Learning and Child Care. In the first year of Family Choices, initiatives to strengthen early learning and child care were introduced, including a commitment to fund 2,350 more spaces, building new program sites, a Workforce Stability Strategy, an ageappropriate curriculum framework, new safety measures and more. Since 1999, over 9,500 more child care spaces have been approved for funding. In 2007/08, there were 27,189 licensed spaces in Manitoba; in 2008/09, the number of spaces increased to 28,336. Funding for the Inclusion Support Program, which encourages meaningful participation of children with additional support needs in child care, has increased by 146 per cent since The 2006/07 Annual Report reported figures from 2000 for specific age categories of children (overall, ages 0 to 12 at 11 per cent; preschool, ages 0 to 5 at 15.2 per cent and school age, ages 6 to 12 at 3.7 per cent). The data source for child population, the Manitoba Health and Healthy Living Population Reports for 2000 and 2006 permitted such breakdowns. This year, to improve comparison with national child care statistics, the 2008/09 Annual Report uses child population figures from Statistics Canada s Labour Force Survey, for which we did not receive the same kind of child population breakdown by age, which led to a required change of the base measures to the overall figure for

18 Enhancing services and supports for persons with disabilities What is being measured and using what indicator? Performance Components measure of the measure Why is it important to measure this? Where are we starting from (baseline measurement)? What is the 2008/09 result or most recent available data? What is the trend over time? Supported Living Active An increase to Total Total Since 1999, the Supports caseload of people assisted by the Supported Living Program (this includes individuals who received some type of funded service as well as individuals who received assistance through case management activities). 8 this measure may demonstrate government s continuing commitment to persons with disabilities and increasing their participation in the community. 3,527 (1999/00) 4,799 (2008/09) Supported Living total active caseload has increased by 36%. Comments/Recent Actions/Report Links Between 1999 and 2009, individuals funded for Day Services (including Special Rate Services) increased by 36 per cent (from 2,208 to 3,002) 9. In the last year, the caseload increased by 3.4 per cent (2,903). Since 1999, individuals funded for Residential Services increased by 86.5 per cent (from 1,680 to 3,134). Individuals receiving Residential Services increased by 6.2 per cent (2,952) in the last year. These supports allowed over 4,799 adults with a mental disability to safely live and more fully participate as active members of the community. 8 9 Source: Data is from Family Services and Housing Annual Reports, 1999/00 and 2008/09. The 2007/08 Annual Report Performance Measurement section combined Day Services and Special Rate Services, reflecting an inflated count. 20

19 Supporting the well-being of children and families What is being measured and using what indicator? Performance Components measure of the measure Child Protection Children in care as a percentage of children in Manitoba ages 17 and under. Why is it important to measure this? An increase in children in care, as a percentage of the total child population, may indicate that the Department is protecting more children at risk. Where are we starting from (baseline measurement)? 1.87% (2000/01) What is the 2008/09 result or most recent available data? 3.04% (2008/09) What is the trend over time? The rate of children in care increased since 2007/08 and it has continued to increase since the base year. Comments/Recent Actions/Report Links Increases in this figure may be due to societal changes, breakdowns in community and other supports for families and changes in practice. For example, there has been increased vigilance by social workers since The Child and Family Services Act was amended in 2007/08 to ensure safety is the first priority of assessment, and that family and cultural ties are assessed only after safety concerns are addressed. Children under federal jurisdiction (that is, First Nations children whose parent or guardian normally resided on Reserve when the child was apprehended) are 3.6 times more likely to come into care than other Manitoba children (7.3 per cent of children under Federal jurisdiction were in care compared to 2.0 per cent of other Manitoba children). Approximately 59.0 per cent of Manitoba First Nations children in care fall under provincial jurisdiction, and approximately 41.0 per cent fall under federal jurisdiction. From March 31, 2008 to March 31, 2009, the number of children in care under provincial jurisdiction increased by 6.7 per cent, while the number of children in care under Federal jurisdiction increased by 19.0 per cent. Through Changes for Children, Manitoba is increasing funding to family enhancement initiatives designed to support families in caring for their children. Early intervention will provide supports to families, enabling them to provide safe and nurturing environments for their children. 21

20 SUSTAINABLE DEVELOPMENT Under Section 12(1)(c) of The Sustainable Development Act, provincial departments are required to integrate into their annual reporting processes information about their progress made at incorporating sustainable development into their activities. Family Services and Housing recognizes that incorporating sustainable development principles and guidelines into departmental activities and planning cycles will be incremental over time. Notwithstanding, the Department has made significant progress in developing and participating in more sustainable, environmentally-friendly work processes and activities. The Department continued to encourage staff to participate in the annual Commuter Challenge, a Canada-wide event that encourages daily commuters to leave their car at home and use alternative forms of transportation. In the 2008/09 event, 124 department staff registered and traveled over 8,500 kilometres. As a result of the green kilometres travelled, approximately 1,584 kilograms of greenhouse gases were not emitted into the atmosphere. The Manitoba Housing Authority (MHA) is currently involved in a number of energy management initiatives, including the Low-Income Energy Efficiency Program, the Federal EcoEnergy Program, and the Manitoba Hydro Power Smart Program. Under the Low-Income Energy Efficiency Program, over 120 houses in Winnipeg s Centennial neighbourhood and over 150 houses in Brandon have been retrofitted for increased efficiency. The retrofits include water and electricity conservation, air sealing, and increased insulation, thereby reducing the tenant costs for utilities and electricity. Through the program, $97,000 worth of federal EcoEnergy rebates have been realized. Under the Manitoba Hydro Power Smart Program, projects currently on the five-year plan are being designed to meet strict power smart guidelines. Since 2001, Power Smart applications of over $800, have been applied for. In addition, the MHA has completed, or is nearing completion of several other projects. The Blake Street complex, which qualified for a $78,000 Manitoba Hydro Power Smart Rebate, has completed the installation of 15 new high-efficiency boilers. The Gilbert Park complex received an exterior retrofit at three of its 32 buildings, including increasing insulation, adding a new air barrier and replacing the exterior envelope with hard board siding. The Manitoba Housing and Renewal Corporation (MHRC) is planning to implement a social housing portfolio energy-efficiency initiative, based on a three-pronged policy involving new construction, rehabilitation, and procurement. Through the Department s HOMEWorks! Program, all newly constructed and renovated units will be required to meet or exceed Manitoba Hydro s Power Smart design standard. In all new builds, MHRC will require and fund technical assessments in order to determine the feasibility for geothermal heating and cooling prior to deciding on what heating system to employ. Manitoba Housing will be piloting these new environmental requirements for residential development, in partnership with Manitoba Science, Technology, Energy and Mines. They will work together to develop a province-wide, publicly-funded residential green building policy over the next year. MHRC s development of the Bridgwater Forest subdivision will have more green space, including the preservation of fully mature forests running throughout the neighbourhood. The Bridgwater Forest neighbourhood, for example, will encompass almost 330 acres, with about 70 acres dedicated to forest and open space. 22

21 Bridgwater Forest will include designated lots for the use of leading-edge geothermal heating and cooling and the streets have been oriented to maximize passive solar energy. The development will focus on walkability and will feature a neighbourhood greenway system connected to residential sidewalks to promote walking and cycling. Access to bus transit has also been well-planned, ensuring a short walk from every lot. Several show homes will highlight the Power Smart program. All of these features enhance the neighbourhood s environmentally-friendly design and will act to lower its environmental footprint. The Department continued to make progress on reducing fuel consumption and usage. By continuing with fuel efficiency guidelines and an Idle Free approach, the Manitoba Developmental Centre s fleet vehicle fuel consumption has remained within 1 per cent of the 2007/08 levels. Mileage of the Manitoba Developmental Centre s fleet vehicles increased slightly (.26 per cent) due to additional trips to service the laundry contract and to accommodate residents summer camp experiences. In 2008/09, the Manitoba Developmental Centre s award-winning recycling program collected and processed 20 metric tonnes of recyclable materials. The Manitoba Housing Authority continues to operate its recycling program for all tenants across Manitoba. The Manitoba Child Care Program ensures that any early learning and child care construction project adheres to the Manitoba Green Building Policy to be eligible for Capital funds. If the project is under the required square footage for LEED Silver certification, the proposal outlines cost-effective green building principles being included in the design. Further, the Manitoba Child Care Program encourages child care groups to form as many community and/or school partnerships as possible, to enhance community strength and take advantage of economies of scale. Progress continues to be made in the area of recycling. In 2008/09, the Department continued to use the Waste Stream Services recycling program in most of its buildings across the Province, which included mini-bins for desk-side refuse, desk-side blue bins for non-confidential paper, and central bins for aluminium, plastic, and non-confidential paper. This program endorsed the continued use of Government Records Boxes for destruction of confidential paper. There is a commitment to maintaining this program in the future. As a strong proponent of sustainable development principles, the Department remains committed to developing strategies and policies to facilitate the integration of sustainable development principles and guidelines into its ongoing activities. 23

22 THE PUBLIC INTEREST DISCLOSURE (WHISTLEBLOWER PROTECTION) ACT The Public Interest Disclosure (Whistleblower Protection) Act came into effect in April This law gives employees a clear process for disclosing concerns about significant and serious matters (wrongdoing) in the Manitoba public service, and strengthens protection from reprisal. The Act builds on protections already in place under other statutes, as well as collective bargaining rights, policies, practices and processes in the Manitoba public service. Wrongdoing under the Act may be: contravention of federal or provincial legislation; an act or omission that endangers public safety, public health or the environment; gross mismanagement; or, knowingly directing or counseling a person to commit a wrongdoing. The Act is not intended to deal with routine operational or administrative matters. A disclosure made by an employee in good faith, in accordance with the Act, and with a reasonable belief that wrongdoing has been or is about to be committed is considered to be a disclosure under the Act, whether or not the subject matter constitutes wrongdoing. All disclosures receive careful and thorough review to determine if action is required under the Act, and must be reported in a department s annual report in accordance with Section 18 of the Act. The following is a summary of disclosures received by Manitoba Family Services and Housing for fiscal year 2008/09: Information Required Annually (per Section 18 of The Act) The number of disclosures received, and the number acted on and not acted on. Subsection 18(2)(a) The number of investigations commenced as a result of a disclosure. Subsection 18(2)(b) Fiscal Year * NIL NIL In the case of an investigation that results in a finding of wrongdoing, a description of the wrongdoing and any recommendations or corrective actions taken in relation to the wrongdoing, or the reasons why no corrective action was taken. NIL Subsection 18(2)(c) 24

23 MINISTER AND EXECUTIVE SUPPORT MINISTER S SALARY Objectives To provide overall policy direction and central support services for the Department. Responsibilities Provides overall policy direction to the Department pertaining to program and financial matters and central support services for the provision and delivery of services by the Department. 09-1A Minister s Salary Actual Estimate Variance Expl. Expenditures by 2008/09 FTE 2008/09 Over/(Under) No. Sub-Appropriation $000 $000 Total Salaries and Employee Benefits EXECUTIVE SUPPORT Executive Support includes the offices of the Minister and the Deputy Minister. Objectives To provide leadership to the Department on program matters, policy development and resolution of policy issues. To advise the Minister on all policy and program matters related to departmental services. To manage the activities of the Department. Responsibilities Interprets and implements government policy through the delivery of departmental programs. Ensures effective and efficient management of departmental programs. Safeguards the public interest through enforcement of legislation and regulations. Ensures effective development and management of the Department s human resources. 25

24 09-1B Executive Support Expenditures by Sub-Appropriation Actual 2008/09 $000 FTE Estimate 2008/09 $000 Variance Over/(Under) Expl. No. Total Salaries and Employee Benefits (16) Total Other Expenditures (2) 26

25 SOCIAL SERVICES APPEAL BOARD Objectives To ensure that Manitobans have access to a fair, impartial and informal appeal process for decisions relating to the various social services and programs administered by the Department. Responsibilities Hears appeals for a range of programs and services, including various financial assistance programs, licensing of child care facilities, programs for persons with disabilities, private adoption agencies and residential care facilities under the provisions of The Social Services Appeal Board Act. Convenes hearings throughout Manitoba within the time frame specified in the legislation and provides a written decision within 15 working days of the hearing. Acts in an advisory capacity to the Minister on matters of policy, changes in legislation, issues arising out of hearings and other matters referred to the Appeal Board by the Minister. Reporting Requirements Since the proclamation of The Social Services Appeal Board Act in February 2002, the Appeal Board has produced its annual report separate from the Department of Family Services and Housing's annual report. The Social Services Appeal Board's independent report includes: - a brief history of the Appeal Board; - an overview of the legislation which grants the right to appeal; - financial information; - statistics related to the appeal hearings filed during the fiscal year; - a description of the Board's advisory responsibilities; and - samples of hearings which were conducted during the year. The Social Services Appeal Board Annual Report for the year 2008/09 can be obtained at the Appeal Board s offices at 7th floor-175 Hargrave Street, Winnipeg MB R3C 3R8; telephone (204)

26 HUMAN RESOURCE SERVICES Objectives To provide the Department with a comprehensive range of human resource services that support and enable managers and employees in their efforts to deliver effective programs to Manitobans. To support the effective and efficient use of human resources in achieving departmental objectives. To assist the Department in managing and maximizing the availability and quality of human services. Responsibilities Conducts recruitment, selection and payroll activities according to departmental needs and Civil Service Commission policy. Conducts position classification assessments and makes appropriate decisions and recommendations to departmental management and the Treasury Board Secretariat. Facilitates organizational design and development to meet the program objectives of the Department. Facilitates resolution of grievances, participates in arbitrations, assists managers in interpreting collective agreements and related legislation, participates in contract negotiations and develops policies related to employee relations issues. Facilitates the identification and implementation of human resource programs, policies and procedures relating to the current and future workforce renewal needs of the Department, including staff training and development. Continues efforts towards the achievement of Employment Equity and Diversity goals through integration of Employment Equity and Diversity considerations in staffing, retention and employee development activities, in partnership with management. Continues to implement integration of human resource services of the Departments of Health and Healthy Living and Family Services and Housing. Provides pay and benefits services in a timely manner. Oversees and provides leadership in the development and implementation of Workplace Health and Safety programs and training. 28

27 09-1D Human Resource Services Expenditures by Sub-Appropriation Actual 2008/09 $000 FTE Estimate 2008/09 $000 Variance Over/(Under) Expl. No. Total Salaries and Employee Benefits 1, ,583 7 Total Other Expenditures Activities/Highlights in 2008/09 Continued to be heavily involved in the secondment and workforce adjustment process of Child and Family Services staff affected by the Aboriginal Justice Inquiry-Child Welfare Initiative. Continued to negotiate the amalgamation and renewal of the three Manitoba Housing Authority Collective Agreements with the Manitoba Government and General Employees Union (MGEU) and the International Union of Operating Engineers. Planned and started implementation of the transition of the Manitoba Housing Authority workforce into the Manitoba Housing Renewal Corporation. Participated in the resolution of the Direct Service Workers Collective Agreement with the MGEU, which was signed in August Supported the implementation of a new classification series and point-rating tool, to support the Department s Integrated Service Delivery (ISD) model. The review of position descriptions and slotting of approximately 1,250 positions in the new series was completed. The Branch participated in the negotiation of pay scales for the new series with the MGEU. Developed Recruitment Guidelines for Management. Developed, implemented and provided leadership to the Workplace Safety and Health Program for the Department. Continued work in leading a payroll systems review for the Manitoba Housing Authority to identify an alternate system or upgrade to the current Automatic Data Processing system to meet Manitoba Housing Authority business requirements. The consolidated Human Resource Services unit continued the development, acquisition and coordination of a range of training and development activities to meet needs identified by managers. The Department has established a Departmental Training and Development Committee chaired by Human Resource Services. The Committee identifies, prioritizes and develops a plan to address department-wide training and development needs. Continued to be involved in integrating Diversity and Employment Equity policies and departmentspecific practices in staffing, retention and development activities. Participated in career fairs and Diversity and Employment Equity events to further opportunities for target group members to enter the civil service. Continued to coordinate events to raise awareness of diversity and employment equity groups and continuing ongoing diversity training such as Valuing Diversity and Aboriginal Cultural Awareness. Examples of the coordination of special events include informational sessions for staff in recognition 29

28 of the International Day of Disabled Persons, Cultivating Diversity Series in recognition of the International Day for Elimination of Racial Discrimination, National Aboriginal Day informational sessions in recognition of National Aboriginal Day, and lunch and learn sessions on Civil Service Programs such as the Aboriginal Management Development Program. Worked closely with the Child and Family All Nations Coordinated Response Network (ANCR) management and the Union to anticipate and ameliorate issues as they arise as a result of a complement of 110 staff starting their permanent and temporary secondments with ANCR. Permanent secondments require an increased level of complexity in the management of employee and labour/management issues. - Participated in discussions between the Department of Family Services and Housing, Winnipeg Child and Family Services Branch, the Southern First Nations Child and Family Services Authority and ANCR regarding the transfer of Emergency Placement Resources (including shelters, hotels and certain emergency foster home bed spaces) and a portion of In-Home Support Services to ANCR. Emergency Placement Resources and In-Home Support Services remain with WCFS Branch until the anticipated transfer to ANCR. - Participated in the negotiations for the Winnipeg Child and Family Services Branch Support Workers Collective Agreement with CUPE Local Continued to be a key participant in the development of the Department s annual Renewal Plan, taking a lead role in implementing a number of initiatives, particularly those related to diversity, training, development and succession planning. Implemented a recruitment strategy to: - increase Employment Equity representation in the Department by partnering with various agencies; and - promote the Department as an Employer of Choice at various educational institutions and career fairs. Participated as a key member on human resource committees relating to a number of major departmental and government-wide initiatives including: - Corporate Renewal Committees; - Departmental Labour Management Committees; - Winnipeg Integrated Service Committee with the Winnipeg Regional Health Authority; - The Aboriginal Justice Inquiry-Child Welfare Initiative Labour Management Committee; - Departmental Senior Management Committee; - Departmental Integrated Services Advisory Group; - Sector Diversity and Employment Equity Coordinators Committee; - Diversity Strategy Working Group; - Career Fair/Outreach Committee; and - Manitoba Housing and Renewal Corporation/Manitoba Housing Authority Board of Directors. Participated in the delivery of the Departmental Orientation Program. Participated in the development of a variety of Human Resource policies for the Manitoba Housing Authority. 30

29 Participated in the development of integrated Human Resource policies and processes for Winnipeg Integrated Service. Participated in the identification of alternate Payroll Services for old Manitoba Support Services Payroll for Community Home Support Program. 31

30 POLICY AND PLANNING Objectives To provide leadership, coordination and support on policy issues that have an impact on the Department and the delivery of social services to Manitobans. To provide leadership, coordination and support on web-related communications that support or enhance the Department s program and service delivery systems. To lead intergovernmental and interdepartmental activities involving the Department. To provide leadership and coordination on access to information and protection of privacy policy. Responsibilities Undertakes strategic planning, social policy research and analysis, policy development and coordination. Conducts program/data reviews and evaluations. Provides corporate support to executive and divisional management. Provides support for legislative debate and Estimates review. Undertakes interprovincial comparisons and prepares policy papers. Represents the Department in intergovernmental, interdepartmental and inter-sectoral discussions related to a broad range of social issues. Coordinates the Department s policy development, staff training, and responses related to requests for access to information under The Freedom of Information and Protection of Privacy Act and The Personal Health Information Act. Develops, manages and coordinates all web support communications services for the Department. 09-1E Policy and Planning Actual Estimate Variance Expl. Expenditures by 2008/09 FTE 2008/09 Over/(Under) No. Sub-Appropriation $000 $000 Total Salaries and Employee Benefits 1, , Total Other Expenditures

31 Activities/Highlights in 2008/09 Provided analysis of existing and emerging policy and program-related social services issues, trends and research in support of departmental strategic and program planning. Provided project management and support for the development and implementation of cross-divisional and interdepartmental policy initiatives. Coordinated departmental strategic planning and performance management activities. Coordinated program evaluations and reviews. Provided support and participated in the preparation of legislation and regulations related to new policy initiatives. Provided support for executive correspondence, legislative debate, the budget process and Estimates review. Developed and coordinated the Department s Annual Report. Coordinated timely and accurate departmental responses to requests for access to information consistent with the requirements of The Freedom of Information and Protection of Privacy Act and The Personal Health Information Act. Represented the Department on federal-provincial/territorial (F-P/T) working groups including the National Child Benefit, Early Childhood Development, Early Learning and Child Care, Benefits and Services for Persons with Disabilities, and the Support Committee of Officials responsible for providing support to F-P/T Ministers and Deputy Ministers of Social Services. Acted as provincial chair of the Benefits and Services Working Group for Persons with Disabilities. Participated on a number of intra- and inter-departmental committees. Participated on working groups examining policy issues surrounding the implementation of an integrated service delivery system. Coordinated a policy network for departmental policy staff to share information and best practices. Developed, managed and coordinated all web content support services for the Department. Ensured that the Department s websites met the Office of Information Technology standards with respect to accessibility, usability, security and architecture standards, and assisted in providing the public with helpful, user-friendly information. Provided leadership on poverty-related issues across government. 33

32 ADMINISTRATION AND FINANCE DIVISION Divisional Goals To maintain an active comptrollership and administrative support function by ensuring that financial and administrative policies, services and reporting systems are developed and administered effectively. To provide technical expertise in the development and maintenance of computer systems in support of departmental and Healthy Child Manitoba Office programs and services. To improve the Department s accountability framework. Divisional Responsibilities Provides centralized financial, administrative and information technology support services to the Department. This is accomplished through the Division s three branches: - Financial and Administrative Services - Innovation, Information and Technology - Agency Accountability and Support Unit The Division is also responsible for coordinating the implementation of Integrated Service Delivery. The goal of Integrated Service Delivery is to reduce service fragmentation and to provide citizens with improved access to coordinated services. As part of Integrated Service Delivery, the Department continues to deliver the majority of its services through a single division - Community Service Delivery. Through Winnipeg Integrated Services, the Department continues to work collaboratively with the Department of Health and the Winnipeg Regional Health Authority to integrate social services and health services, including primary care, at the community level. With its partners, the Department continues to develop community access centres that will provide integrated health and social services within the community. FINANCIAL AND ADMINISTRATIVE SERVICES Objectives To maintain an active comptrollership function, by ensuring that financial and administrative policies, services and reporting systems are developed, maintained and effectively administered to meet the needs of the Department in the financial control, accountability, reporting and the safeguarding and protection of financial and physical assets. To provide central financial management services in accordance with governing legislation and established financial administration policies and procedures. 34